LEADERSHIP, Contingency model leadership qualities, understand what is leadership, why is it important, how to be a good leader

1. • Laiba Aftab Malik (SP18-BPY-063)
• Momina Shakir (SP18-BPY-012)
• Summan Zahid (SP18-BPY-047)
• Marwa Khursheed (SP18-BPY-065)

2. OBJECTIVE QUESTIONS
 Define the term
 Vroom-Yetton model of decision making (1973)
 Effectiveness of Vroom-Yetton model
 Conclusion
 Key points
 References

3. “What is Leadership?”
 One person enlisting the aid and support of others in the
accomplishment of task
 Leadership is:
 Group activity
 Based on social influence
 Revolves around a common task
 Complex process

4. VROOM-YETTON CONTINGENCY
MODEL (1973)
• Victor H. Vroom
• Philip Yetton

5. What is Contingency Model
 The Vroom-Yetton model is designed to help you to identify the best
decision-making approach and leadership style to take, based on your
current situation.
 It was originally developed by Victor Vroom and Philip Yetton in their
1973 book, “Leadership and Decision Making”.
 Vroom-Yetton offers a number of different processes and directs you
toward the best one for your situation.
 For Example:
 If speed and decisiveness required  autocratic process.
 If collaboration is needed  democratic process.

6. “Before Using This Model.......”
 Before you start using the model, you'll need to consider these three
factors:
 Decision quality
 Team commitment
 Time constraints

7. DECISION QUALITY
 Sometimes, making the "right" decision is critical, and you
will need to use a large number of resources (people,
time, information, and so on) to ensure that the action
you take has been well thought through and is of high
quality.

8. TEAM COMMITMENT
 Some of your decisions will have a major impact on your
team, while others will go unnoticed. When a decision will
likely impact your team, it is best to use a collaborative
process. This will improve the quality of the decision, and
you'll likely deliver a successful result faster.

9. TIME CONSTRAINTS
 When the issue at hand is not time sensitive, you have
more "space" to research your options and to include
others, which will help to boost the quality of your
decision. If your time is limited, however, it may not be
feasible to include others or to undertake thorough
research.

10. Factors of Model
 Vroom and Yetton defined five different decision
procedures.
 Two are autocratic(A1 and A2)
 Two are consultative (C1and C2)
 One is group based (G2).

11. Factors of Model
 Autocratic (A1): You use the information that you already
have to make the decision, without requiring any further
input from your team.
 Autocratic (A2): You consult your team to obtain specific
information that you need, and then you make the final
decision.

12. Factors of Model
 Consultative (C1): You inform your team of the situation and
ask for members' opinions individually, but you don't bring the
group together for a discussion. You make the final decision.
 Consultative (C2): You get your team together for a group
discussion about the issue and to seek their suggestions, but
you still make the final decision by yourself.
 Collaborative (G2): You work with your team to reach a group
consensus . Your role is mostly facilitative, and you help team
members to reach a decision that they all agree on.

13. Factors of Model

14. Effectiveness of Model
 Researchers have found that managers are more effective, and their
teams more productive and satisfied, when they follow the model.
 As any good model must have done to it, the vroom-Yetton
contingency model has been placed through several rigorous tests to
determine the effectiveness of the model when put into practical
action.
 It is important to remember that:
1. the Vroom-Yetton theory is a highly rational theory
2. a strong rationality bias based on social desirability may be expected
in the results.

15. Conclusion
 The Vroom-Yetton contingency model allows leaders to follow a very direct
and clear pattern of questioning and leadership decision making to determine
how best to work with subordinates and address a problem. This contingency
model shows that leadership and the actions needed to be a leader are never
constant and that a certain aspect of fluidity must be applied to leadership at
all times.
 The Vroom-Yetton contingency model was updated in 1988 when Vroom and
Jago took the fundamental practices of Vroom-Yetton and clarified and
altered the theory to address some of the weaknesses that Vroom felt were
prevalent in Vroom-Yetton Model.

16. KEY POINTS
 The underlying assumption of the Vroom-Yetton Decision Model is that
no single leadership style or decision-making process fits all
situations.
 To find the process best suited to your situation, you need to consider
a number of factors. These include time constraints, the level of team
participation required, and the quality of the final decision.
 The model walks you through these factors logically, to help you to
identify the most appropriate process and style.

17. REFERENCE BOOK
 “Leadership and Decision-Making” by Victor H. Vroom and Philip W.
Yetton
Copyright © 1973 University of Pittsburg Press
Publishing year 1973
Manufactured in United States of America